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Heidrick & Struggles' annual survey of investment professionals in North America explores recent compensation data and trends across private equity.
AmerisourceBergen’s Robert Mauch shares his perspectives on purpose-driven change management, corporate diversity and inclusion, the public perception of the pharmaceutical industry, and innovations within the healthcare sector.
John Wood, vice chairman at Heidrick & Struggles, speaks with Stephen Sadove, a non-executive chairman at Aramark and the former chairman and CEO of Saks, about the benefits and conducting the CEO-hiring process virtually.
Leaders need to make strategic changes more quickly, and with less information, than ever before. Our research highlights two approaches that can help.
A roundtable discussion with chief operating officers identified four key challenges for global markets firms adjusting to a new normal—and some strategies COOs are using to meet them.
In our inaugural look at board seats filled at Bovespa companies, we see a preference for adding directors with prior C-suite experience—especially CEO experience—and prior service on boards.
The chief strategy officer is a relatively new role, and one that is growing in importance and prevalence. CEOs can ensure they find the right strategy officer by considering a few key factors.
In 2019, Singaporean boards exhibited a strong preference for new directors with previous corporate governance experience, as well as those with experience in business services or financial risk expertise.
Interviews with the chairs of the largest public companies listed in the United Kingdom, predominantly FTSE 100, highlight how boards are meeting some perennial challenges in today’s unprecedented circumstances.
In 2019, corporate boards in Europe sought financial expertise and directors with international backgrounds, which should help companies navigate this year’s economic and social volatility.
Last year, Canadian boards exhibited a strong preference for new directors with previous corporate governance experience, greater gender diversity, and financial, operational, and sustainability expertise.
Fortune 500 boards sought to diversify in 2019, with mixed success, and added a mix of new and familiar expertise. Amid the global economic contraction and ongoing protests against racial injustice, these are directors with valuable and fresh perspectives.
A survey of industry leaders in Europe highlights their biggest challenges as they deal with the unprecedented change accelerated by the COVID-19 pandemic.
In this podcast, Tamla Oates-Forney shares her experiences and insights gained from leading her workforce through the COVID-19 crisis: the importance of putting people first, maintaining a sense of calm, and openness and transparency.
We present findings from our survey of 90 general counsels in the United States on how their role and that of legal departments has changed this year and what they expect for the future.
We present insights from current leaders on the most important leadership traits as retail resets.
A study of leadership teams at the top 50 pharmaceutical companies around the world highlights the current state of gender diversity and suggests ideas for leaders who want to improve it.
Mike Selfridge, chief banking officer at First Republic Bank, talks about organizational simplicity as the key for its growth and how the COVID-19 pandemic has changed the way it looks at simplicity.
Boards that routinely evaluate their capabilities with strategic goals in mind and establish a diverse pipeline of potential directors will be best positioned to help their organizations reset for resilience and thrive in the long term.
Most companies today are more tech enabled than they were even six months ago. Boards have an important role to play in ensuring that companies can benefit from those gains—and avoid new strategic risks—as they reset to focus on long-term performance.